International Journal of Physical Distribution & Logistics Management

Gregory N. Stock; Noel P. Greis; John D. Kasarda

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910273948

Presents a framework for explaining the relationship between strategy, structure, and logistics in the context of a changing environment. In response to new competitive pressures, a manufacturing enterprise is emerging in which resources may now be dispersed worldwide. As distances between production facilities and pressures for fast delivery increase, the coordination of these dispersed manufacturing resources becomes a critical activity. Argues that logistics is well‐positioned to assume a unique role in bridging strategy and structure in the new manufacturing environment. Develops a new model of the strategy‐structure relationship that recognizes the integral role that logistics will play in creating the “fit” necessary to achieve competitive success. The framework suggests that performance will be higher when the firm’s strategy and structure are consistent with the strengths inherent in the firm’s logistics choices.

David Walters

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910273966

Much of the literature in the field of logistics and supply management is concerned with the role that should be taken by business activities to add value for the customer and the shareholder. One of the problems currently under discussion is how this may be achieved. Discusses the issues underlying shareholder value management and planning. It proposes that value drivers are identified and examined in the context of both value and cost implications when related to the broader objectives of delivering shareholder value. A model is proposed which links EVA criteria, operating management criteria and logistics options. The model offers managers the opportunity to explore operational options and their impact on shareholder value criteria.

Peter Gilmour

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910273975

Over the last decade or so a number of significant research studies have focused on the characteristics of an excellent supply chain. These studies have shifted the emphasis from operational to strategic considerations. The practice of supply chain management has also broadened to include both operational and strategic concerns. A framework was developed to evaluate both the operational and strategic effectiveness of the supply chain which was tested with ten consumer goods and automobile manufacturers. It was found that consumer goods companies had significant room to improve their logistics operations. But none had a logistics strategy to guide the change. Automotive companies, on the other hand, had more sophisticated logistics operations and had plans to improve further over the next two years. The framework described in this paper provides a useful benchmark set for focusing change projects to improve both operational and strategic capabilities of the corporate supply chain.

Amrik S. Sohal; Robert Millen; Michael Maggard; Simon Moss

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910273984

Presents a comparison of the findings of three studies conducted in North America/Europe and Australia which investigated the adoption of quality management practices in the logistics function. Focuses on the extent to which quality practices are adopted, how quality in logistics is defined and administered, impediments to implementation, measurement of quality improvements, measuring customer expectations, measuring process improvements and the extent of satisfaction with the quality program.